Successful change management for a strategic project
Support for internal teams: project managers, HR and communication managers and senior executives in successfully supporting their transformation through a structured methodology (Prosci) based on pre-project audits, risk and impact analysis, contribution assessment, plan construction, communication and choice of activities, and providing them with constant stimulation to steer the deployment to success.
Support for the organisational and cultural transformation of a market leader in the transport sector.
Optimisation of resources was a priority in the strategic plan and teams were reorganised around new performance criteria.
The future and attractiveness of the group depend on the success of this ongoing transformation project. Internal teams, challenged by external expertise and ideas, are continuing to refine and develop what they plan to achieve.
The first results are promising: the stages of the project are being completed on time and within budget, and the social barometer is stabilising. The new image is a success and is a magnet for customers, talent and investors.
Support management committees as change drivers
by aligning the visions and messages to be disseminated,
by explaining them and getting senior leaders on board,
by informing them of their crucial role as sponsors of change,
and by coordinating their active contributions, developing their skills and ensuring the effectiveness of the planned activities.
It is a challenge to fully play the role of leader-sponsor of change at a time when this financial group is undergoing numerous transformations, and executive committees are being reshuffled.
How do we get people on board?
How do we as senior leaders contribute effectively?
How do we steer and manage to deliver on the commitments made?
The leadership group comes together by formalising a shared story for change. They agree to challenge one another, to share assessments of ongoing projects and to answer questions together: how much to invest in change management, why and what for? what should be the role of senior managers to actively contribute to success?
There has been such satisfaction from the management committees involved that the principle is now in place. A 'change management' revue with specific indicators is systematically included in the monthly reviews. In addition, short high-impact management workshops scheduled quarterly are proving very popular.
Transforming the organisational capability
Developing a new culture by developing the internal change management skills of project leaders, HR managers, current and future managers and executives is becoming a key objective for organisations and is achieved through multimodal, incisive, interactive and digital workshops and by transferring skills to the projects supported.
There are many areas of change in this financial group, which decided to raise the capability of the organisation to enable strategic transformation, including Agile.
Developing internal skills involves training managers in the principles, methods and tools of agile change management, as well as creating 'change leaders' who are involved in the projects and coached, managing a community of 'change agents', involving the supported managers in their role as sponsors, and finally disseminating this new culture through the organisation's 'talents'
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